Tell me about a time a team kept missing its sprint goals. What did you find, and what changed?

What the interviewer is looking for

• This question tests coaching teams. Asks questions rather than giving answers, helps the team own its improvements, and builds self-management over time.
• What to bring out: Helps the team investigate causes like overcommitment, interruptions or unclear stories, lets them own fixes, and tracks improvement.
• Expect a follow-up like: How much of that solution came from you versus the team?

Another way it may be asked: Think of a team that never finished what it planned. How did you help them figure out why?

A structure to follow: STAR, with the weight on Action and Result

1. Step 1

   Situation

   One or two sentences: where, when and what was at stake. Pick a real example you were close to.

2. Step 2

   Task

   What you personally were responsible for. Say "I", not only "we", so the coaching teams you showed is visible.

3. Step 3

   Action

   The two or three things you did and why you chose them over the alternatives. This should be about half your answer.

4. Step 4

   Result

   What changed, in your own measure of it, and what you would do differently. Only use numbers you can stand behind.

This is guidance on shape, not a script. Use your own real experience and facts; never invent details to fill a gap. See the STAR guide and answer frameworks.

Common slips

• Describing what the team did without saying what you did.
• Choosing an example with no clear outcome, or one you cannot answer detailed questions about.
• Ending on the action and skipping the result and what you learned.

How to practise it

Write two bullet points for each STAR letter, then say the answer aloud in about two minutes.

Related questions

• How do you know when a team no longer needs you as much, and how do you help them get there?
• In your own words, what is the purpose of a retrospective, and how would you run one for a team that finds them boring?
• A developer tells you they are blocked waiting on another team. What would you do today?
• Can you explain the difference between the product owner's role and the scrum master's role?
• Your daily stand-up has turned into a long status meeting for the manager. How would you fix it?

Browse all questions